Professional Documents
Culture Documents
Submitted To Submitted By
DR. ARPITA SHRIVASTAVA NIKHIL KUMAR JHA
H.O.D Master of Business
Administration
AKTU.LUCKNOW
A
SUMMER TRAINING REPORT
ON
"A STUDY OF MARKETING STRTEGY OF AMUL MILK MARKET IN NCR REGION
Submitted To Submitted By
DR. ARPITA SHRIVASTAVA NIKHIL KUMAR JHA
H.O.D. Master of Business
Administration
AKTU.LUCKNOW
CERTIFICATE
This is to certify that the work in this report entitled “A STUDY OF MARKETING STRATEGY OF
AMUL MILK MARKET IN NCR REGION “by NIKHIL KUMAR JHA has been carried out under my
supervision in partial fulfillment of the requirements for the degree of Master of Business Administration
during session 2016-17 in the department of Management, Sarvottam Institute of Technology & Management
(Affiliated to Dr. APJ Abdul Kalam Technical University, Uttar Pradesh)
To the best of our knowledge this work is original and is up to the standard both in respect of its contents and
its presentation.
Signature of Director
1. 2.
It is my original work and the same has not been submitted for the award of any other Degree.
Date:
Place:
ACKNOWLEDGEMENT
The present work is an effort to throw some light on “A STUDY OF MARKETING STRATEGY OF
AMUL MILK MARKET IN NCR REGION.”. The work would not have been possible to come to the
present shape without the able guidance, supervision and help to me by number of people.
I convey my heartful affection to all those people who helped and supported me during the course, for
completion of my Project Report.
Declaration iii
Acknowledgement iv
Chapter-1 1.
Executive summary
Chapter-2
Introduction 2
Chapter-3 3-51
Company Profile
Product Profile
Comptetior of Amul
Industry Profile
Chairman speech
Nature of job & marketing
Chapter-4
a. Objectives
b. Sample Technique
Chapter-5
SWOT Analysis
Findings
Limitations
EXECUTIVE SUMMARY
The topic of my project is “A Study on Marketing Strategy of Amul in Milk Market in NCR Region”.
This project was undertaken with the objective of promotion of brand AMUL in schools & nearby
area canteens. The study was conducted at AMUL India Ltd. Indore branch. The retailer's preference
was studied through using questionnaire. A sample size of 100 consumers was taken for the study,
whose responses were studied and interpreted the sampling design was used descriptive sampling. The
process of analysis was done through excel work sheets, frequency table, percentage analysis etc. It
was found that canteen holders are having the problem in storage of AMUL products because
company does not provide refrigerator to them that's why they do not keep Amul products in their
canteens. Retail outlet. Trust of the company was the first preference of the retailer's then credit on
the product. Retailers want to keep AMUL products but they want some facilities from the company
INTRODUCTION
Amul is basically operated from Anand and it’s on co-operative basis. Amul produces large variety of
product range starting from Milk, Misti Dahi, Mozzarella, Cheese and Ready to eat pizza as well as
Ice creams and chocolates. Amul has been the market leader in butter for last 55 years. No such
Therefore Amul decided to enter into Ice cream field in 2015. After a long research in this field, an
output obtained was positive. Though of the tough competitors like Mother Dairy, HLL, Britannia,
Cadbury and many more. Amul was ready to face them. Amul was very successful and got a positive
response from the market in 2012. It was because of its brand image, product range and test which
The main competitors in Sahibabad and Ghaziabad were Mother Dairy, Paras and Parag milk. Mother
dairy was very strong due to its facilities as well as it has made a room in customers mind. Whereas
Amul had also provided a deep freezer on security on preference of the retailer. Paras was the second
major competitor due to its huge investments of money on sales promotion as well as Paras provides
Amul had a very good advantage of its good brand image. It has captured a very good market in
Ghaziabad and Sahibabad area. Amul has a start to end range of every product. Consumers are very
much attracted towards Amul’s quality, which was highest among all competitors.
CHAPTER 3
COMPANY PROFILE
GCMMF: An Overview
“Amul” from the Sanskrit “Amoolya” was suggested by a quality control expert in Anand. Variants, all meaning
“priceless”, are found in several Indian languages. Amul products have been in use in millions of hones since
1946. Amul Milk Powder, Amul Ghee, Amul Spray, Amul Cheese, Amul Chocolates, Amul Shrikhand, Amul Ice
cream, Nutramul, Amul Milk and Amulya have made Amul a leading food brand in India. (Rs. 45225 Million in
2011-12). Today Amul is a symbol of many things. Of high quality products sold at reasonable prices. Of the
genesis of a vast co-operative network. Of the triumph of indigenous technology. Of the marketing savvy of a
AMUL KOOL :
GCMMF launched Amul Kool in Delhi and NCR in 2014 to cater the demand of consumers and to fill in the
gap between demand and supply. It reaches consumers within hours of it being packed at the right temperature
Amul Kool is highly nutritious and contains proteins, minerals, carbohydrates and vitamins i.e. SNF as it is
commonly called. Amul Kool also contains natural fat and natural SNF as it is from natural source and does
Quality Standards
Amul Kool strictly conforms to quality standards of Prevention of Foods & Adulteration Act (PFA). This
technology.
Consistent quality and ample quantity throughout the year even during festive and lean session.
INDUSTRY STANDING
India’s largest food products marketing organization with an annual turnover of over Rs. 2700
crores.
No.1 market share holder in India for Butter, Cheese, Ice-cream, Dairy Whitener, Condensed Milk,
UHT Milk, and Baby Food.
Presently marketing pouch liquid milk in five states namely, Gujrat, Maharashtra, Chhattisgarhi,
OUR VALUES
Customer Orientation.
Commitment to Producers.
Belongingness.
Co-operation.
Pride in Organization.
Employee Satisfaction.
Integrity.
Excellence.
Leadership.
Quality..
We, at GCMMF, endeavor to satisfy the taste and nutritional requirements of the world, through excellence
Trough co-operative network, we are committed to offering quality products that provide best value for
money.
GCMMF will be an outstanding marketing organization with specialization in marketing of food and dairy
products, both fresh and long life, with customer focus and information technology integration. The network
would consist of over 100 sales offices, 8500 stockiest covering atleast every taluk headquarter town, servicing
nearly n1 million retail outlets with a sales turnover of Rs.13,000 crores (100 Billion), and serving several
cooperatives.
GCMMF shall also create markets for its products in the neighboring countries.
Adopted at their meeting held on 8th June, 2014 for presentation at the 30th Annual General Body
Meeting.
As Amul was founded on a sound business model: providing quality products to consumers at an
affordable price. The Pundits have described our model as "value for money" and it has been adopted by
a number of companies. While imitation may be flattery, most other organizations fail to understand that
"value for money" is not just about low prices - it means offering the best quality products at the most
reasonable price. As a cooperative, our faith requires that we safeguard the interest of both our major
stakeholders the farmers - and the consumers whose loyalty is essential to our continued success.
MILK PROCUREMENT
Total milk procurement by Member Unions averaged 51.13 lakh kilograms per day, a marginal decline
from 52.35 lakh kilograms per day, achieved in 2012-2013. However, the good monsoons experienced
during last year and the better procurement prices on offer are expected to encourage higher milk
SALES
During the year, your Federation's sales registered a growth of 5 percent increase to reach Rs. 2,881.96 crores
including consignment sales of Rs.62.95 crores. The dairy line grew by about 18% despite the loss of a sizable
edible oil business. In 2014-15, the sale of Amul Milk in pouches increased by 34 percent in value terms. A
notable development in the area of liquid milk in pouches has been the successful launch of Amul Milk in the
Delhi market during November 2003. Within under 60 days of launch, achieved sales of 1 lakh liters per day.
UHT Milk has grown in both value and volume terms by 60 percent, which shows that it has really come upon
the high growth stage. Despite intense competition, sales value of Amul Butter grew by 19 percent and that
of milk powders has firmed up further. The sales of the Amul Cheese range increased by 13 percent. Products
like Flavored Milk, Amul Fresh Cream, Paneer, Mithaimate, Softy Mix, and fresh curd demonstrated their
DISTRIBUTION
During the year, the major development on the distribution front was the development and alignment of
four distribution highways-those of Fresh Products, Chilled Products, Frozen Products and Ambient
Products. This is a significant achievement because it allows us to develop synergies among all our
product lines and to leverage these highways to introduce and distribute new products as per market
demand. I take pleasure in declaring that no other organization in India has been able to develop this kind
Another major initiative undertaken during the year was the Time-based Military Technique (TMT) of
distribution. This has been deployed to effect a nationally synchronized mass distribution of products
with the objective of achieving total channel penetration on a single day. Most of our products launched
or re-launched through this technique have seen significant gains in distribution and availability.
After Distributor Salesmen in the previous year and Distributors in the year before last, it was the turn of
the top Retailers across the country to participate in the Amul Yatra Programme. It is conducted by your
Federation to bring our channel partners face to face with our cooperative institutions, activities, culture
and achievements through a guided tour in and around Anand. A total of 114 Distributor Salesmen and
482 top retailers from across the country participated in the Amul Yatra this year. With the opening of
several new milk markets and 3 separate Milk Sales Offices at Mumbai, New Delhi and Boisar, the
number of Milk Area Delivery Agents has increased. 95 Milk Area Distribution Agents also visited Anand
for Amul Yatra. Distributors have further enhanced their infrastructures in terms of installation of cold
storage arrangements, enhanced bank guarantee limits with Federation and introduced good quality
delivery vehicles. An objective evaluation was done in the form of distributor renewal and Performance
appraisal.
Network (VPN) with secured fiber optic connectivity which, with deployment of the "Amul Online ERP"
System, will facilitate electronic transactions between member unions and the Federation offices,
providing a seamless and smooth flow of information that enhances operational efficiency. The
Federation now enjoys a significant advantage in rapid reaction to changing business demands.
Your Federation is bolstering our brand identity as a farmers' co-operative through the Internet based
"amul.coop" URL and e-mail addresses. This will continually remind the world's consumers that we are
a cooperative, and proud of it. This identity gives us a vital business advantage and facilitates Amul brand
penetration across the world. It also strengthens our co-operatives by bringing our members together and
closer to consumers.
During the last four years, Member Unions have implemented an Internal Consultant Development (ICD)
intervention focused on developing leadership among member producers, helping them to better manage
During the year, Member Unions continued to implement the module on Vision Mission Strategy (VMS)
for primary milk producer members and Village Dairy Cooperatives. Facilitated by specially trained
consultants, 1,073 Village Dairy Cooperative Societies (VDCS) have conducted Vision Mission Strategy
Workshops, and have prepared Mission Statements and Business Plans for the next five years. The VMS
module has prompted milk producers to initiate activities at villages that have far-reaching effects on the
milk business.
The success of the program has led to Member Unions focusing on implementing this VMS module and
developing Business Plans for all VDCS, thus strengthening them to face the fierce competition ahead.
With the objective of encouraging professional management by Milk Producers and dairy cooperative
societies, Member Unions have initiated Members' Business Development Programme (MBDP). During
the last three years, 2,483 villages and 1,53,108 milk producers participated in the programme. This has
resulted in introduction of new scientific animal husbandry management methods on a significant scale.
A Chairmen and Secretaries' Orientation Programme is being conducted at Mother Dairy, Gandhinagar.
Member Unions, supported by your Federation, carry out this program to increase awareness regarding
the dairy industry scenario and to develop leadership skills among Chairmen and Secretaries. During the
year, 5,797 chairmen and secretaries from 2,944 Village Dairy Cooperative Societies participated in the
program.
An ongoing emphasis of Member Unions has been to encourage increased women milk producers'
participation in their Dairy Cooperative Societies. To develop and enhance leadership skills and qualities,
Member Unions organized three Self Managing Leadership (SML) workshops at Prajapita
Brahmakumaris, Mount Abu which attracted the participation of 3,100 women resource persons along
As there is a steady increase in consumer expectations. Product and service quality is rapidly becoming
the minimum threshold for consumer acceptance. To achieve and maintain competitive advantage,
innovation in product design and delivery are increasingly essential. Innovation must now define us as an
organization. There must innovate at each stage in our value chain - production, procurement, processing,
Innovation cannot be mandated or forced out of people. It is everywhere a function of the quality of
people and environment. Need to have enough skilled people working in a self-actuating environment
to produce innovation. In these times of increasing market opportunities, to devise more effective ways
of attracting and retaining skilled human resources. It is to be realized that just as the market is expanding
for our products, so it is opening up new opportunities for the skilled people that we need to tap the
market. Further, it does not suffice merely to retain skilled human resources. It is also necessary to
provide them an adequately self-motivating work environment that draws out the best out of them on a
sustained basis.
From the year 1994, our unions have been engaged in the practice of third party validation of its practices.
Since then, we have been awarded the ISO 9002:2000, the HACCP, the ISO 14001 and similar marks of
our excellence in milk procurement and processing. The importance of standardization of our village
society election processes lies in their instrumentality in throwing up genuine and visionary leaders. It
Founded in 1946 to stop the exploitation of milk producers at the hands of middlemen.
A humble beginning with two village societies and 247 litres of milk
Investing in manufacturing plants that produce milk powder, butter, cheese and condensed milk.
[GCMMF]
Formed 1973
It is Apex Marketing Federation of 12 District Milk Unions in Gujrat to operate own marketing and
Address:
Gujarat Cooperative Milk Marketing Federation Ltd., Amul Dairy Road Anand, Gujarat, India 388 001, Tel:
MANAGING DIRECTOR
MANAGER (SALES)
SENIOR EXECUTIVE
EXECUTIVE
JUNIOR EXECUTIVE
LIST OF PRODUCTS :
Cheese Range:
Milk Powders:
Fresh Milk:
FLAVOURS
Variation in different types of milk is due to the difference in their Fat and SNF content.
Delhi National Capital Region (NCR), among the biggest milk markets in the country, is dominated by Mother
Dairy currently. Amul and NDDB's non-compete agreement has prevented the former from launching its
With the non-compete agreement having run out this year, Amul fresh milk was launched in Delhi last month
in two variants — full cream and toned — priced at par with that of Mother Dairy at Rs 18 and Rs 14 per litre,
respectively. Amul is bringing its milk into Delhi through one of its district co-operative unions, the Gujarat-
based Mehsana Union. The milk will be packed at Kwality Dairy in Ballabgarh, leased out to Amul for this
purpose. Amul will use the same distribution network as butter and cheese to retail Amul Milk in Delhi.
According to Mr. R.S. Sodhi, Amul’s marketing head; Amul will not use skimmed milk powder in its milk.
GCMMF officials say the company's milk capacity has already touched 80,000 litres per day (LPD) and have
plans to take it to 3 LPD. Amul is now selling through 2,500 retail outlets and will increase this to 7,500 apart
The Delhi market comprises 40 lakh litres currently and is dominated by Mother Dairy, which sells 10 lakh
LPD. The other organized sector players are Paras Dairy, which sells 3 lakh LPD, state-owned Delhi Milk
Scheme (2.5 Lakh LPD), Gopaljee (1-1.5 Lakh LPD) and Britannia 30-40,000 LPD.
In just a fortnight, Amul milk has taken the Indian capital by storm, rapidly eating into the market share of
long time players like Mother Diary and Paras. Who cares if it was rivalry or business strategy that made the
Gujarat Cooperative Milk Marketing Federation (GCMMF) enter the capital with Amul milk to take on state-
owned Mother Dairy in its home turf? From the response, Delhiites seem to be lapping up Amul’s pouches of
In just two weeks of entering the market, Amul is beginning threaten the virtual monopoly of Mother Dairy
and Paras. “We did not expect to reach 70,000 litres daily supply in little over two weeks,” said R.S. Khanna,
60,000 litres per day at quality Dairy’s unit in Faridabad, which we have leased,” Khanna said. But in less
than one week, Amul notched the mark of 50,000 litres per day. GCMMF is bringing milk to Delhi through
one of its district co-operative unions, located at Mehsana, around 700 km from the capital.
The fresh milk is transported through insulated containers of between 12,000 to 20,000 litres capacity at two
degree centigrade. After the 24 to 30 hours journey by road, the milk is processed and packaged at Mehsana
before being distributed in the Indian capital. “The packaged milk is being sold through 2,500 retail outlets,
which we hope to raise to 7,500 as we soon as we are able increase the supplies to 100,000 litres.
“In two months our target is to raise supplies to 200,000 litres per day,” he added. The official admitted that
the idea of entering the Delhi market had originated in August when the state and central governments
approached the GCMMF to help tide over an acute milk shortage. “Having helped to bridge the demand supply
gap, we decided to come in with fresh milk supply, which does not contain any milk powder and is creamier
and of richer quality compared to most other milk supplied in the city because it has more fat and solid non-
fats like protein and minerals,” said Khanna. At over five million litres a day, Delhi is one of the biggest
markets for milk in the country. Of the supplies from the organised sector, Mother Dairy has been the
undisputed leader with 1.8 million litres daily sales through package and vending machines. The other big
names are Paras, Param, Gopaljee and Umang. Now Amul milk has arrived to eat into the share of other
players in the market on the strength of its quality and brand equity.
COMPETITORS OF AMUL:
Madhusudan
Mother Dairy
Amrit Food
Gopaljee(G.K.Dairy)
Umang(J.K.Dairy)
Param
Ramlal
Madhuban
MOTHER DAIRY
Mother Dairy - Delhi was set up in 1974 under the Operation Flood Programme. It t is now a subsidiary
company of a wholly owned company of the National Dairy Development Board (NDDB). Mother Dairy
sources its entire requirement of liquid milk from dairy cooperatives. Mother Dairy sources fruits and
vegetables from farmers/growers associations. Mother Dairy also contributes to the cause of oilseeds grower
cooperatives that manufacture/ pack the Dhara range of edible oils by undertaking to nationally market all
Dhara products.
Mother Dairy's constant endeavor to:
Ensure that milk producers and farmers regularly and continually receive market prices by offering quality
milk, milk products and other food products to consumers at competitive prices and; uphold institutional
structures that empower milk producers and farmers through processes that are equitable. At Mother Dairy,
adopted to integrate and completely automate all functions of the milk processing areas to ensure high product
quality/ reliability and safety. Mother Dairy is an IS/ ISO-9002, IS-15000 HACCP and IS-14001 EMS
certified organization. Moreover, its Quality Assurance Laboratory is certified by National Accreditation
Board for Testing and Calibration Laboratory (NABL)- Department of Science and Technology, Government
of India.
Mother Dairy markets & sells dairy products under the Mother Dairy brand (like Liquid Milk, Dahi, Ice
Creams, Dairy Whitener and Butter), Dhara range of edible oils and the Safal range of fresh fruits &
vegetables, frozen vegetables and fruit juices at a national level, through it's sales and distribution networks,
for marketing food items. In times to come, Mother Dairy shall strive to become a leading
Skimmed 6% 9%
AMUL GOLD MILK
Amul Gold is Long Life standardized milk. It is fresh and only fresh milk, which has been processed
with a technology called UHT (Ultra High Temperature), hence also known as UHT milk.
Notwithstanding popular misconception, UHT technology does not involve any use of preservatives.
The UHT treatment ensures zero microbial activation, while preserving the maximum flavor, taste,
and nutritional value. The aseptic packaging system protects the product from air and light and
Amul Gold contains 4.5% fat and 8.5% SNF minimum and is ideal for making sweet dishes (like kheer,
payasam etc.) and for setting curds. It is also ideal for drinking straight from the pack for kids and
adolescents who simply love its creamy taste sans the inconvenient cream layer! Amul Gold comes in
Amul Lite is Long Life skimmed milk. It is fresh and only fresh milk, which has been processed with
a technology called UHT (Ultra High Temperature), hence also known as UHT milk. Notwithstanding
popular misconception, UHT technology does not involve any use of preservatives. The UHT
treatment ensures zero microbial activation, while preserving the maximum flavour, taste, and
nutritional value. The aseptic packaging system protects the product from air and light and guarantees
Amul Lite Milk is a unique offering to health conscious milk lovers. With virtually zero fat content,
nil cholesterol and 8.7% SNF minimum, it gives you all the proteins, vitamins and minerals of natural
milk without your having to imbibe unnecessary flab in the deal! Amul Lite Milk comes in convenient
Amul Taaza is Long Life double toned milk. It is fresh and only fresh milk, which has been processed
with a technology called UHT (Ultra High Temperature), hence also known as UHT milk.
Notwithstanding popular misconception, UHT technology does not involve any use of preservatives.
The UHT treatment ensures zero microbial activation, while preserving the maximum flavour, taste,
and nutritional value. The aseptic packaging system protects the product from air and light and
Amul Taaza contains 1.5% fat and 9% SNF minimum and is ideal for tea and coffee whitening and
for setting curds. It is also just right for drinking straight from the pack for those who would like to
enjoy the taste the goodness of natural while avoiding the hazards of too much fat! Amul Taaza
PRODUCTS OF AMUL
HEALTHY DRINK
NUTRAMUL
Malted Milk Food made from malt extract has the highest
India.
Check out this vast and ever growing range of Amul delectable’s:
Amul Butter
Amul Butter Amul Cheese Spreads
OVERVIEW
Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing
organization. It is a state level apex body of milk cooperatives in Gujarat which aims to provide
remunerative returns to the farmers and also serve the interest of consumers by providing quality
MEMBERS:
2.28 million
11,132
50 years after it was first launched, Amul's sale figures have jumped from 1000 tonnes a year in 1966
to over 40,000 tonnes a year in 2003. No other brand comes even close to it. All because a thumb-sized
Bombay: Summer of 1967. A Charni Road flat. Mrs. Sheela Mane, a 28-year-old housewife is out in
the balcony drying clothes. From her second floor flat she can see her neighbors’ on the road. There
are other people too. The crowd seems to be growing larger by the minute. Unable to curb her curiosity
Sheela Mane hurries down to see what all the commotion is about. She expects the worst but can see
no signs of an accident. It is her four-year-old who draws her attention to the hoarding that has come
up overnight. "It was the first Amul hoarding that was put up in Mumbai," recalls Sheela Mane. "People
loved it. I remember it was our favourite topic of discussion for the next one week! Everywhere we
went somehow or the other the campaign always seemed to crop up in our conversation."
For 35 odd years the Utterly Butterly girl has managed to keep her fan following intact. So much so
that the ads are now ready to enter the Guinness Book of World Records for being the longest running
campaign ever. The ultimate compliment to the butter came when a British company launched a butter
and called it Utterly Butterly, last year. It all began in 1966 when Sylvester daCunha, then the
managing director of the advertising agency, ASP, clinched the account for Amul butter. The butter,
which had been launched in 1945, had a staid, boring image, primarily because the earlier advertising
agency which was in charge of the account preferred to stick to routine, corporate ads.
One of the first Amul hoardings In 1969, when the city first saw the beginning of the Hare Rama Hare
Krishna movement, Sylvester daCunha, Mohammad Khan and Usha Bandarkar, then the creative team
working on the Amul account came up with a clincher -- 'Hurry Amul, Hurry Hurry'. Bombay reacted
to the ad with a fervour that was almost as devout as the Iskon fever. That was the first of the many
topical ads that were in the offing. From then on Amul began playing the role of a social observer.
Over the years the campaign acquired that all important Amul touch. India looked forward to Amul's
evocative humour. If the Naxalite movement was the happening thing in Calcutta, Amul would be up
there on the hoardings saying, "Bread without Amul Butter, cholbe na cholbe na (won't do, won't do).
If there was an Indian Airlines strike Amul would be there again saying, Indian Airlines Won't Fly
Without Amul.
Amul's point of view on the MR coffee controversy From the Sixties to the Nineties, the Amul ads
have come a long way. While most people agree that the Amul ads were at their peak in the Eighties
they still maintain that the Amul ads continue to tease a laughter out of them. Where does Amul's
magic actually lie? Many believe that the charm lies in the catchy lines. That we laugh because the
humour is what anybody would enjoy. They don't pander to your nationality or certain sentiments. It
is pure and simple, everyday fun. [Our Members Unions: Sumulonline:com | Village Societies]
INDUSTRY PROFILE
The National Dairy Development Board was created to promote, finance and support producer-owned and
controlled organizations. NDDB's programmes and activities seek to strengthen farmer cooperatives and
support national policies that are favourable to the growth of such institutions. Fundamental to NDDB's efforts
DAIRY COOPERATIVES
Dairy Cooperatives account for the major share of processed liquid milk marketed in the country. Milk is
processed and marketed by 170 Milk Producers' Cooperative Unions, which federate into 15 State Cooperative
Milk Marketing Federations. Liquid milk it accounts for 90 per cent of the revenue of cooperatives. The MNCs
and private players, which were earlier only into milk products, are now seriously getting into the liquid milk
sector. They realise that money is in liquid milk. Whoever has access to cheap milk eventually wins the battle
in the products business. You can go and buy standard marketing, brand building expertise.
The challenge for cooperatives is not to be competitive to export but to be competitive to expand their market
(for liquid milk) which has a limited purchasing power. Those that are buying milk today are not going to be
buying much more. Cooperatives have to bring the price down for those who cannot afford it. And only if
they do it will it ensure that imports don’t come in. The real challenge is how to bring prices down, how to
reduce costs at the village level, in areas like transportation. Every paisa now counts.
At the heart of the Indian dairy revolution stands the Indian farmer with two to five animals who produces
some of the cheapest milk in the world by feeding his animals’ mostly agricultural waste like straw. If he
expands his operations and herd and starts buying costly feed he will lose his competitiveness. So how will
milk production rise without raising costs? By taking the cooperative dairy revolution to where it is still weak,
the east and north-east of the country. This will help fight poverty there, raise their own purchasing power for
milk and keep feeding the dairy sector with a rising supply of liquid milk at the globally competitive Indian
costs for another ten years. If you wish to run your business professionally and competitively you have to first
benchmark your costs and stabilised quality at a very high level. That’s the tough part. Then you hire a brand
consultant, evolve a brand strategy and get marketing experts to run the promotions and do the selling. The
key elements are an expanding supply of cheap milk and attention to quality.
The Dairy Board's programmes and activities seek to strengthen the functioning of Dairy Cooperatives, as
producer-owned and controlled organizations. NDDB supports the development of dairy cooperatives by
providing them financial assistance and technical expertise, ensuring a better future for India's farmers.
Over the years, brands created by cooperatives have become synonymous with quality and value. Brands like
Amul (GCMMF), Vijaya (AP), Verka (Punjab), Saras (Rajasthan). Nandini (Karnataka), Milma (Kerala) and
Gokul (Kolhapur) are among those that have earned customer confidence.
GENTLEMEN,
I believe that all of us present here are blessed to be part of one of the most ambitiously idealistic
and foremost a philosophy. It is a faith that human beings are capable of transcending narrow self
interest to work together to achieve a common and higher goal. However, the magic of cooperation is
seen when this philosophy is translated into business and economic success.
There are three ways in which a nation may establish policies to allocate its resources. First, following
the doctrines of Adam Smith, the corporate sector may be given a free hand in a nation's economy so
that nothing but market forces determine the fate of all socio-economic segments. All of us know,
however, that when a nation's fate is left to market forces, the economy becomes skewed in favour of
Second, a nation may entrust all its resources to the public sector, the purely socialist approach. But
all of us have witnessed the debilitating inefficiencies and lack of accountability that are inherent in
this system.
The third method in which the nation can create and distribute wealth is through cooperation. The
performance of India's milk cooperatives -- and particularly those in Gujarat -- provides compelling
consumer.
Cooperation avoids the inequities of unadulterated capitalism and the inefficiency and
proven to be the first choice of those involved in the primary sectors, especially agriculture and
dairying. It is in the fitness of things as both agriculture and dairying- involving mass production and
mass consumption - provide livelihoods to millions of common people in most countries of the world.
However, for a cooperative to deliver value, it needs to remain true to its values, be clear in its mission
and run as a highly competitive business. It should be able to create and seize opportunities, to react
decisively to events, to anticipate and act to take advantage of future trends. To serve its members -
which is the reason why cooperatives exist - every cooperative must have obtained the maximum
advantage from procurement, processing and most importantly, marketing and branding. Every
cooperative needs to strengthen its core competencies because unlike in the private corporate and the
public sectors, they cannot be outsourced without risks. The 'Amul Pattern' of cooperatives has been a
model that has stood the test of time and adversities with flying colors. Developed over more than a
half century the Amul approach has been successfully replicated in other states over the last quarter of
a century. This model has made an enormous difference in the lives of millions of farmers, bolstering
their livelihoods and offering steady income in regions where the best part of agriculture is still rain
Amul is a matter of faith. It is faith that has proven to be an instrument of development that has given
a new dimension to the practice and discourse of development in the country. It is a living example of
the truth that farmers should learn to be independent. They should manage their own affairs without
interference. As Nehru once said, they will make mistakes while they are learning, but these are only
However, despite the proven success of the Amul Model, it is being threatened by unsolicited attention.
It is common knowledge that there is a movement afoot for creation of joint venture companies with
various state cooperative federations. The putative objective of these ventures is to offer marketing
support to the so-called 'weak' federations. For this purpose, it is deemed necessary to offer a minority
stakeholder status to the client federations, while reserving the majority stakeholder status for the
NDDB subsidiary. For one who has been associated with and worked for cooperatives for most of his
life, it saddens me to witness this colossal blow to the philosophy and practice of cooperation. The
unkindest cut of all is that it should come from an organization that was meant to nurture the
cooperative movement in India. You may take my word for it that while it is extremely arduous and
takes years of dedicated hard work to create a successful organization or model, it is very easy to
I feel hard pressed to find any justification for the trust that the authorities are bestowing upon the new
NDDB model. The key risk in the joint venture model is that it will dismantle the existing marketing
federations all over the country. If the Joint Venture model fails, then there will be no organization or
skill left in the farmers' organizations to fall back on for the marketing function. Thus, the experiment
with joint ventures is well poised to emasculate the healthy cooperative movement and create
dependents out of self-sufficient farmers. The weak need to be protected and nurtured not converted
into parasites.
I believe that the forgoing observations prove beyond doubt the suspect architecture of the joint venture
company concept.
The silver lining in all the recent events is the continued good showing by your Federation. The success
of the Gujarat Cooperative Milk Marketing Federation in not only defending its market, but in taking
away market share in almost all dairy products categories from the best of the Multi National
I now present to you your Federation's Annual Report and Audited Accounts for the year 2002-2003.
MILK PROCUREMENT
The total milk procurement by our Member Unions reached an average of 52.35 lakh kilograms per
day, a 10.6 percent increase over the 47.32 lakh Kilograms per day, achieved in 2001-2002. Peak
procurement touched a high of 67.52 lakh kilograms in a day. This is an all time record of milk
procurement.
SALES
During the year, your Federation's sales registered a growth of 17.5 percent increase to reach Rs.
2,745.74 crores including consignment sales of Rs. 404.53 crores. In addition your Federation
coordinated Rs. 34 crores in product sales to the Defence services. This year, Amul ice cream achieved
record sales, with volume growth by 29 per cent. Sale of Amul Milk in pouches increased by seven
percent in value terms. UHT Milk has grown in volume terms by 56 percent, which is a very
encouraging market response. Amul and Sagar brand pure ghee sales in volume increased by 27 per
competition and a market recession, sales of Amul Butter grew by seven percent and milk powders
remained steady. The sales volume of the Amul Cheese range increased by 15 per cent. This is
particularly pleasing as it demonstrates our ability to resist MNC competition. New products like
Paneer, Mithaimate, Softy Mix, and fresh curd demonstrated their potential to become dominant brands
Amalgamation of the distribution networks carried out in the previous year continued to yield results
in terms of vast improvement in distributor infrastructure including cold rooms, computers, bank
guarantees and deep freeze storages. Our Amul Yatra programme has already covered 80% of the
distributors and 60% of the distributor salesmen, who carry the philosophy of all that Amul stands for,
to the market. Over 200 Amul Quality Circles continue to be steered month after month with a national
perspective and local focus. The annual business plan for each product is now broken up town-by-
town and distributor-by-distributor, thus making the entire planning process thoroughly focused.
EXPORTS
I am pleased to inform you that this year your Federation's export turnover has grown by 17 % in terms
of volume. As you have witnessed, European Union declared heavy subsidies during last year and as
a result international prices have remained at very low level as compared to previous year. As a result,
the export turnover in value terms has declined by 6 % in spite of good growth in volume.
We are proud to inform that our Long Life milk has been very well accepted in the UAE and Singapore
markets. In the International Market we have grown at a rate of 34% in consumer packs reflecting
growing
consumer faith in the Amul brand. We have opened a warehouse in Dubai to better serve customers in
the region.
The whole approach of marketing pivots around the tenet of meeting the retailers and consumers wants.
It is essential to understand what they want , how they perceives the product(service) ,what
exactly(ideally) does he/she wants to derive out of the product(service), how does they make the brand
choice decision, what are the sources of information and influence processes?
In order to take the decisions further any marketer would constantly monitor such information and
obtain a continuous feedback of the trends in the market. As such, marketing research is an effective
tool for measuring the consumers’ aspirations, trade channel behaviour, competitive actions etc. It
provides a linkage between the corporate environment and the marketing organization. Marketing
research, thus, may be viewed as an important tool used as an aid for the tackling problems in
marketing.
MARKETING RESEARCH – DEFINITION
Marketing research is defined as the objective and formal process of systematically obtaining,
analyzing and interpreting data for actionable decision in marketing. This decision lays stress on
two aspects, namely, objectivity and systematic process in the collection and analysis of data. In fact,
marketing research should not be allowed to be influenced by personal views and considerations.
The following paragraph highlights some of the marketing decision areas where marketing research
is commonly used.
Sales management
Market Boundary
Buyer Concentration
Environment Trends
CHAPTER 4
RESEARCH METHODOLOGY
In simple terms methodology can be defined as, it is used to give a clear cut idea on what the researcher is
carrying out his or her research. In order to plan in a right point of time and to advance the research work
methodology makes the right platform to the researcher to mapping out the research work in relevance to
make solid plans. More over methodology guides the researcher to involve and to be active in his or her
particular field of enquiry. Most of the situations the aim of the research and the research topic won't be same
at all time it varies from its objectives and flow of the research but by adopting a suitable methodology this
Research methodology drives the researcher in the right track. The entire research plan is based on the concept
of right methodology. More over through methodology the external! Environment constitutes the research by
giving a depth idea on setting the right research objective, followed by literature point of view, based on that
chosen analysis through interviews or questionnaires findings will be obtained and finally concluded message
by this research.
OBJECTIVE OF THE PROJECT
The topic of my project is “A study on marketing strategy of Amul, in milk Market in NCR
Region” in Delhi & Ghaziabad (Sahibabad). This includes the following objectives to find out:-
Packaged milk market in Delhi & Ghaziabad (Sahibabad) against loose milk.
Highest and lowest sale of particular Amul product and area of sale.
Ascertain the awareness level of Amul market and its distinct image.
RESEARCH DESIGN USED IN PROJECT
In this research report of a study on marketing strategy of Amul, in milk market in NCR region . I used
Descriptive research studies are those studies which are concerned with describing the characteristics of a
particular individual, or of a group, studies concerned with specific predictions, with narrations of the fact and
characteristics concerning individual, group or situations are examples of descriptive research studies.
SAMPLING DESIGN
In this research report a study on marketing strategy of Amul, in milk market in NCR region. I use non
probability sampling i.e.; Convenience sampling. I choose my sample according to my convenience and which
CONVENIENCE SAMPLING
Convenience sampling refers to the non probability process by which a scientist gathers statistical data from
the population. This form of selection is done based on the ease of gaining the statistical data. Rather than
gathering a more accurate array of data from the population, the researcher simply gathers data from people
nearby. A researcher might go to a nearby mall, or street comer to gather data. This form of data collection
works for some areas of study, but researcher bias may result in inaccurate
SAMPLE SIZE-
100 Customer & 100 Retailer from National Capital Region (NCR).
The data was collected both with the help of primary as well as secondary sources.
PRIMARY DATA
For primary data, I proceeded with the drafting of the questionnaire for consumers.I choice open end and
multiple question in my project report And it was handed personally by me to the respondents to be analyzed,
questionnaire was of multiple choices and the pattern of questions was as simple as possible. With every
question, multiple choices were given and respondents were asked to select one of them. The questionnaire
technique was structured and not disguised as the questions followed one pattern and reason behind the
questionnaire was stated properly. All the questions were directly related to the subject.
SECONDARY DATA
Secondary data was also collected personally by me, which the company has furnished for the general public.
The secondary data was gathered with the help of various magazines, newspapers, journals, brochures and
A. Branded : 60
B. Loose : 26
C. Both : 8
BOTH
8%
26% 1
LOOSE
2
3
66%
BRANDED
GAGAN 180
INTERPRETATION
The area covered Ghaziabad is in the vicinity of New Delhi, the capital of India; branded things and
People are conscious of hygienic products and people of Rs. 10000+ income group have a general
inclination for branded packaged Flavoured milk because it is believed that loose milk is generally not
safe to consume.
We found that 66% of our respondents use branded milk and 26% people use loose milk.
Moreover 8% of respondents have indicated that they use both branded and loose milk.
2.Do you know that Amul has launched its flavoured milk in bottle & tetrapack?
Yes : 65
No : 35
NO, 35% 1
2
YES, 65%
INTERPRETATION
We found that people are aware of Amul’s flavoured milk and Amul has good reputation among the
consumers. GCMMF Ltd., is considered to be one of the best companies in the dairy products category
in FMCG sector.
When GCMMF Ltd declared that it is going to launch flavoured milk in Delhi the consumers accepted
it in leaps and bound. People perceive Amul as the triumph of indigenous technology.
People perceive Amul’s dairy product as Nature’s perfect food for the health of their family.
3.How do you come to know about Amul Kool?
A. T.V. : 25
B. Banners : 23
C. Radio : 5
D. Newspaper : 15
E. Friends : 23
F. P.O.P. : 9
T.V.ADD.
P.O.P, 9%
25%
Friends,
23%
INTERPRETATION
It is very important for a company to know that medium of promotion is most effective on the
consumers and which is reachable to the consumers. Regarding this 15% people says that they came
to know about Amul Kool through newspaper. Those who got the information from Banners 23%,
radio 5%, t.v.25% , friends 23%, pop 9% .Advertisement has emerged as the best way to reach way
to reach into the customer mind. Means in today era advertisement plays important role in building
image. The collected by us is also says that advertisement is big factor for spreading the awareness of
consumers. The outcome is that a good spending in advertisement generally pays in the long run.
4. What first come to your mind about Amul Kool?
A good brand.
Good in taste.
Reliability.
Purity.
Trustworthiness.
Must be very good because its other products are excellent and AMUL has its own identity.
5. What all flavours of Amul Kool do you know?
Elaichi : 92
Rose : 29
Other : 9
OTHER
9%
29% 1
2
3
62%
ROSE
ELACHI
INTERPRETATION
Throughout the survey it was found that people who consume flavoured milk are more aware of
flavours. 62 people out of 100 or 62% of respondents were aware of elachi and 29 people or 29% of
9 respondents (9%) said that are using other flavours. Many consumers also purchased various kind of
Other 13%
1
NESTLE
AMUL 41% 2
9%
3
4
GOPALJI
AMRIT FOOD 5
17%
20%
INTERPRETATION
Only rank cannot help to winning the market. While in winning the market a Company needs to have good
quality as well as availability and the right price supported by proper advertisement support and since Amul
is fulfilling these requirements it is the best in dairy products since 1946. That’s why after launch of flavoured
milk in the short period of time Amul is rising progressively to become the market leader in the area covered
those who tried Amul Kool once they became the permanent customer of Amul Kool. 41% consumer says
that Amul Kool is number 1 and there is good amount who says that Amul Kool is number2 brand {140}.
But till the survey Amrit Food has the percentage 20% and Nestle is at third place.
7. Please tell if you have switched from one brand to another?
respondents
INTERPRETATION
Flavoured milk is daily consumable commodity and considered to be a nutritious diet. So whenever
customer found any unacceptable degradation in quality as well as adulteration they switch over to
another brand.
An interesting point which we found during our survey is that now people are not stable on any
particular brand. If they do not find good quality in there flavoured milk they can for another brand
Because of it quite a no. of consumers of brands such as Gagan and Local flavoured milk has switched
over to Amul Kool because Amul is providing good quality, easily available, good taste purity than
their rivals. Moreover Amul does not use synthetic milk as well as harmful chemicals in its flavoured
milk.
8. What do you look while buying flavoured milk? (I, II, III, IV, V ) What factors do you consider
Quality : 26
Taste : 19
Price : 12
Purity : 11
PURITY
11%
AVAILIBILITY
32% 1
12%
2
3
PRICE
4
19%
5
26%
INTERPRETATION
We found that in the success of flavoured milk in market, availability and quality plays an important role.
Other factors like taste, price, purity are although less significant. In the study 32% of the respondents said
that for them availability is the most important factor. They go to the confectionary store or dairy shop of their
colony and if the product is not available how can they buy. 26% of the respondents said that for them, quality
is the main concern. Those who preferred taste, price and purity were 19%, 12%, 11% respectively.
Consumers go the confectionery shop which is nearest to their doorsteps so they generally compromise with
that one.
A. Family : 40
B. Brand Name : 20
C. Advertisement : 20
D. Retailer : 10
E. Others : 10
1
Others, 10%
Retailers, 10%
2
Family, 40%
3
Advertisement, 20% 4
INTERPRETATION
When we ask to the consumer about their buying decision those who said that their decision of purchase for a
particular brand of milk is influenced by members in the family were 40% and 20% said that they are
Similarly 20% of our respondents said they were motivated by advertisement and the claims made by
companies.
Regarding family we found that usually mothers and wives usually decide which brand to purchase according
B. Home delivery : 28
C. Booths : 20
D. Dairy shops : 18
1
Dairy Shop, 18%
Confectionery,
34% 2
3
Booths, 20%
Home Delivery, 4
28%
INTERPRETATION
Confectionary stores usually keep a no. of other daily use eatables and commodities and consumers think it to
be very convenient to purchase their daily bread as well as their brand of flavoured milk and 34% of our
respondents said that they buy flavoured milk from their colony or town confectionary stores.
In the urban areas of Ghaziabad a no. of vendors give home delivery of flavoured milk and other products
therefore the people who didn’t have time usually preferred home delivery.
11.Whether Amul Kool is available whenever you go to your shop?
Yes □ No □
Yes : 76
Can’t say : 24
Yes, 76% 1 2
INTERPRETATION
that part we tried to know about availability of Amul Kool and there was surprising answer. Amul kool
78%people say that they find the Amul Kool available from where purchases the milk which means
But much work is yet to be done to penetrate even deeper into the market and making new customers.
The quantity of Amul kool consumed generally depended on the size of a family and the frequency of
intake and the various types of usage. Students who lived in hostels and private flats used Amul Kool
Afternoon : 45
Evening : 37
Both : 18
Both
18%
Afternoon 1
2
45%
3
Evening
37%
INTERPRETATION
We found that 45% of our respondents went to purchase Amul Kool in afternoon and 37% people went in
evening. 18% went both in afternoon and evening. We found that most people preferred going to their milk
or confectionary shop in the afternoon for drinking kool and also the home delivery vendors mostly gave their
0 – 5 yrs : 11 Retailers
6 – 10 yrs : 30 Retailers
11 – 15 yrs : 35 Retailers
16 – 20 yrs : 17 Retailers
21yrs& more, 1
7% 1 - 5 yrs, 11%
16-20yrs, 17% 2
6 - 10 yrs, 30% 3
4
11-15 yrs, 35%
5
INTERPRETATION
35% of the retailers are doing business from 11 to 15 years. And they formed
Paras Gopaljee
Others …………………
NO YES
1
58% 42%
2
INTERPRETATION
3.If selling Amul, since how long you are selling Amul Kool?
Almost all the retailers who kept Amul Kool were keeping it since its launch . They were satisfied
with the growing demand of Amul Kool and said it showed a fair retention power among consumers.
Quite a good no. of consumers tried Amul Kool and became loyal to Amul Kool.
4. Give average daily sales and distribution (1.Very good 2.Good 3.Fair) of these brands?
Other 13% 1
NESTLE AMUL 41% 2
9%
3
4
GOPALJI
AMRIT FOOD 5
17%
20%
INTERPRETATION
had the largest sale at retailers visited by us. It stood at the staggering figure of 41% of total
sales.
Second place was occupied by Amrit food and stood at 20% market share.
Nestle at 9% only.
Regarding distribution we came to know that Amrit food distributors were giving the best
service.
5.Does consumer approach you to keep Amul Kool?
Yes No
Yes : 24
No : 76
Yes
24%
1
2
No
76%
INTERPRETATION
Most of the retailers didn’t give satisfactory answer to this question. Only 100 retailers said consumers
approach them to keep Amul Kool. But due to low demand and unavailability of refrigerators they are
Yes No
Yes: 47 No : 53
No Yes
47% 1
53%
2
INTERPRETATION
47 Retailers (47%) were of the opinion that consumers were switching over to Amul Kool. They were
satisfied with the growing demand of Amul Kool and said it showed a fair retention power among
consumers. Quite a good no. of consumers tried Amul and became loyal to Amul.
7. How is the response from the consumer? Give scaling for Amul Kool.
Excellent to Poor
Fair: 25 Poor: 14
Poor 1
15% Excellent 6%
V.Good 21% 2
Fair 3
27%
4
Good 31%
5
INTERPRETATION
B. Old Stock : 11
C. Not specific : 48
1
C.Not specific A. highest
48% margin 41%
2
3
B.Old stock
11%
INTERPRETATION
41% of the retailers said that they push the brand which has the highest margin. Retailers are chiefly
considered with margin and goods and commodities which can be sold.
11% of the retailers said that if any customer doesn’t give any specific choice of brand then they give
48% of the retailers said that this is not specific and they give any brand.
10. If not selling Amul Kool, then will you like to keep them?
Yes : 46
No : 54
Yes
46% yes
No no
54%
INTERPRETATION
Thus we see that 46% of the shopkeeper who were keeping not keeping Amul Kool said they are
54% of the retailers said they are interested because of poor demand and of non-availability of
refrigerators and of the risk involved in Amul Kool business because unsold stock is not returnable.
11. What all you look while keeping Amul Kool on your shop please rank? (I,II,III,IV,V)
A. Margin : 68
B. Service : 40
D. Brand Name : 06
E. Trade scheme : 06
F. Consumer Demand : 72
Margin
Service
36% 34%
Sales Man
Trade Scheme
3%
3% 4%
Consumer Demand
INTERPRETATION
Thus one can see that the main thing which the shopkeepers are concerned is margin. 34% of the
retailers said that for them margin is the main concern and they look margin before keeping any brand
in their shop.
FINDINGS
It is found in the survey that customer are influencing thought word of mouth.
41% of the retailers said that they push the brand which has the highest margin. Retailers are chiefly
considered with margin and goods and commodities which can be sold.
11% of the retailers said that if any customer doesn’t give any specific choice of brand then they give
48% of the retailers said that this is not specific and they give any brand.
Thus we see that 46% of the shopkeeper who were keeping not keeping Amul Kool said they are
54% of the retailers said they are interested because of poor demand and of non-availability of
refrigerators and of the risk involved in Amul Kool business because unsold stock is not returnable.
It is the finding in the survey that females are the main decision maker for the milk. as per the data
Every research is conducted under some boundations and this research is not an exception.
The sample size of 500 consumers are too small to project the opinion of consumer regarding a
There might have been tendencies among the respondents to amplify or filter their responses under
Since the study involved sampling method, ‘Drop in’ or ‘Go through’ error might have crept in.
Since the results have been drawn on the basis of the information provided by the respondents,
Amul as a brand has very “Brand Equity” and is a common name in India’s every household.Through its vast
product range and variety , it has created a strong presence in dairy segment. Although it is monopoly in butter
segment but in chocolate field it needs a lot of measures to take to ensure the high performance.
There are strong competitor like Parag in the market so Amul should also have separate division for
butter.They should watch their competitors properly and adopt strategies accordingly.
A small wholesale division should be established in interior region where sales are low and regular visit bears
high transportation cost.In such area either retailers purchase from other area or don’t keep butter to sell.
Company’s representatives must survey the market themselves at regular interval in order to know the
In order to increase the sale,salesman should also be given target to achieve and paid them as quick as possible
There are many outlets where sales are high but they don’t have fridge.
Amul should develop new market for butter like local general store,and confectionary.
7:Customer Care Division
A customer care division should be there to tackle the wholesalers as well as retailers problems.
Supply service should be strong enough to meet the requirement of retailers.Whether the order is in bulk or in
9:Attractive Packaging
In fashion era,packaging is extremely essential because it plays a crucial role to attract the consumer.However
10:Regular Visit
It does not matter whether any retailer is purchasing the products at every visit or not, but company should
14:Sales Personnel should be instructed to educate the customer about the service.
15:Customer should be out called from time to time and aware him/her about the services and facilities.
BIBLIOGRAPHY
NEWSPAPER:
Economic Times
Business Standard
BOOKS:
(2008)
WEBSITES:
www.amul.com
www.parasdairy.com
www.motherdairy.com
www.economictimes.com
www.sify.com/finance
www.business-standard.com
www.rediff.com/money
www.ask.com
www.google.com
ANNEXURE
Name________________________________
Address______________________________
Age_________________________________
1. Numbers of brands of Amul you have
10 or more
Gold
Shakti
Tonned
Double Tonned
Because of its---
Components
Rate
Taste
Permanent
Temporary
5. Which other brands do you have?
________________________________________________________________
10 or more
Gold
Shakti
Tonned
Double Tonned
Because of its---
Components
Rate
Taste
Permanent
Temporary
10. Which other brands do you have?
________________________________________________________________